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Deloitte With World Economic Forum Future of Food - Partnership-Guide
Deloitte With World Economic Forum Future of Food - Partnership-Guide
Deloitte With World Economic Forum Future of Food - Partnership-Guide
A report by the World Economic Forum’s New Vision for Agriculture initiative
Prepared in collaboration with Deloitte Consulting
January 2016
Contents Preface
Over the past five years, the World Economic Forum’s New Vision for Agriculture (NVA) initiative has supported leaders
in 19 countries across Asia, Africa and Latin America to develop action-oriented partnerships on the ground. These
partnerships have mobilized over $10.5 billion in investment commitments, of which $1.9 billion has been implemented to
date, benefiting 9.6 million farmers.
The partnership models that have emerged from these efforts are diverse, but they are built upon a shared vision, a set
of core principles, and series of key tactical steps that are similar across many countries. These elements have been
captured here and described as the NVA Country Partnership Model. This approach can serve as a framework for action
that can be adapted to any local context, and can evolve over time.
Guiding Principles of the NVA Country Partnership Model
–– Locally-owned and aligned with country goals
–– Market-driven with projects led by the private sector and rooted in viable business cases
–– Multistakeholder with open and inclusive engagement from the beginning
–– Holistic integrating full value chains that benefit all actors in the agriculture system
–– Globally connected and supported by an international network providing solidarity and support
Building a multistakeholder partnership is a journey, and partnership leaders continue to improve and refine their approach
over time. Additional research is needed to evaluate the impacts of multistakeholder partnerships and the business model
innovations they promote. Broader opportunities for partnership leaders to share experiences and best practices can help
accelerate the learning process and avoid common pitfalls.
The aim of this guide is to provide a dynamic resource that will empower and inspire the leaders who can build on and
further develop these learnings to drive a transformation of the world’s agriculture and food systems.
3 Structure 6 Advance
Establish the partnership Leverage milestones to drive
structure to drive ongoing progress, including high-level
collaboration among global leadership convenings
organizations and in-country partnership
meetings
To meet the challenge of sustainably feeding 9 billion set of core principles, and a set of key steps involved in
people by 2050, the agricultural sector will need to undergo catalysing and developing a partnership at the country level.
major transformation. More nutritious food will need to This guide aims to distil and share the approach, broadly
be produced using fewer resources, bringing greater characterized as the NVA Country Partnership Model, into
benefits to farmers and rural communities. Achieving this a flexible framework that can be applied in any country.
transformation will require new approaches and extensive While developed for the agricultural sector, the approach
coordination among all stakeholders in the agricultural can be adapted for use in other sectors as well, and thus
system. Market-based approaches, while not the only may be useful to a broad array of stakeholders seeking to
answer, will be an important tool in the “toolbox” to drive support country-led efforts to achieve the UN Sustainable
change – providing the efficiency, scalability and market- Development Goals.
based incentives to power a large-scale effort.
This guide outlines the key elements of the NVA Country
Those key messages formed the heart of the New Vision Partnership Model. It aims to serve as a resource for several
for Agriculture defined by global leaders in 2010. To put audiences:
the vision into action, leaders recognized the need for –– Country leaders and stakeholders working to build,
new approaches to partnership and collaboration among strengthen and scale national-level partnerships in
historically disconnected stakeholders. agriculture
Starting in 2010 in Tanzania and Vietnam, then expanding –– Global and regional organizations partnering to advance
rapidly to other regions, leaders have developed and food security and sustainable agricultural development
championed innovative new partnership platforms at the through multistakeholder approaches
country level with support from the NVA’s global network –– Leaders and experts who may wish to adapt this
and a coordinating team based at the World Economic approach for use in other sectors
Forum. As these activities expanded, the Forum joined
with regional institutions to establish two regional platforms The guide is not intended to prescribe one set of “right
– Grow Africa and Grow Asia – to provide multi-country answers”, but to share the key success factors identified by
support. the NVA that can generate a successful multistakeholder
partnership effort at the national level. It is intended to serve
The partnerships developed through these efforts are as a living document that can be refined over time by local
varied in structure, according to local context and needs. and global partners working to achieve sustainable and
However they build upon a shared vision, a common inclusive development.
Exhibit 1: Partnerships Catalysed or Supported by the New Vision for Agriculture Initiative
Grow Africa was co-founded in 2011 by the African Union Commission, NEPAD Agency and the World
Economic Forum. To date, Grow Africa has mobilized over $10 billion in private sector investment commitments,
of which $1.8 billion has already been invested in 12 countries, reaching 8.6 million smallholder farmers.
–– Tanzania: Southern Agricultural Growth Corridor (SAGCOT) –– Ghana
–– Mozambique: Beira Agricultural Growth Corridor –– Malawi
–– Ethiopia: Ethiopian Agriculture Transformation Agency –– Côte d’Ivoire
–– Rwanda: Rwanda Development Board –– Kenya
–– Burkina Faso: Bagre Growth Pole –– Senegal
–– Nigeria: Nigerian Agribusiness Group –– Benin
Grow Asia was founded by the World Economic Forum in collaboration with the ASEAN Secretariat in 2015. It
has been endorsed by all 10 Ministers of Agriculture and Forestry in ASEAN, and currently supports 5 countries
leading national partnerships, which have collectively reached nearly 500,000 smallholder farmers through 26
value chain initiatives.
–– Indonesia: Partnership for Indonesia Sustainable Agriculture (PISAgro)
–– Vietnam: Partnership for Sustainable Agriculture in Vietnam
–– Myanmar: Myanmar Agricultural Network
–– Philippines: Philippines Partnership for Sustainable Agriculture
–– Cambodia: Cambodia Partnership for Sustainable Agriculture
India Maharashtra: The Maharashtra PPP-IAD engages over 60 organizations in 33 value chains, mobilizing $50
million in investment and reaching almost 500,000 farmers.
Karnataka: In late 2015, the Government of Karnataka launched a public-private partnership to improve
horticulture value chains through technology, value addition and marketing solutions.
Latin Mexico: New Vision for Agrifood Development (VIDA) engages 40 organizations in 4 value chains, mobilizing
America over $40 million in investment and reaching almost 90,000 farmers.
The New Vision for Agriculture has used a core set of principles to guide its approach, as detailed below.
Multistakeholder partnerships iterate and evolve over time as they develop and mature. All country sectors are living,
evolving systems, so partnerships must constantly adapt to stay relevant in changing contexts.
The cycles of partnership evolution can be summarized in three 3 Phases of Partnership Evolution
main phases (seen at right). Across these three phases, eight key
steps can be distilled from the experiences of NVA-supported Design
partnerships. These eight steps do not always happen in order, the framework for action
and in many cases multiple steps are under way at the same Implement
time. However, these steps represent a core set of activities that projects and catalyse action
successful country partnerships have undertaken along their
journeys. They are summarized below and described in detail on Adapt and Scale
the following pages. based on learnings
3 Structure 6 Advance
Establish the partnership Leverage milestones to drive
structure to drive ongoing progress, including high-level
collaboration among global leadership convenings
organizations and in-country partnership
meetings
Each step within the guide will include the following types of content:
–– Key Activities that can serve as a simple checklist for each step
–– Tips for Success including how to overcome common challenges or address difficult questions
–– In Focus sections with details on topics of special interest
–– Case Studies from NVA-supported country partnerships to illustrate key concepts
Overview
Partnerships often begin with a bold aspiration or idea that requires innovation
and multistakeholder leadership to achieve. Engaging the right leaders to drive
and champion such an effort is critical to its success. The spark to catalyse
new efforts in NVA-supported countries has always come through an official
call to action by a senior public official; however in many cases the government
commitment was the result of a proactive effort by private sector or civil society
leaders who saw an opportunity to unlock the country’s potential through
collaboration.
While the experience of every country has been unique, the individuals
developing and driving the NVA-supported partnerships often demonstrate similar characteristics or roles, described by
the five common archetypes for partnership leaders below. Individuals may play more than one role simultaneously, or
may take on different roles at different stages of the partnership.
These archetypes will be used to note leadership roles in Steps 1-3.
Catalyst
High-level, visionary decision-makers from Collectively lead the effort to launch a new
business and other stakeholder groups who partnership, including engaging personal networks,
are willing to commit to leading action to defining the vision and establishing partnership
transform the country’s agricultural sector strategies and structures (~10-20 people)
Champions
A uniquely passionate individual who “never Leads progress and drives actions taken by
gives up” and spearheads the champions’ champions, especially in initial phases of a
efforts to drive the partnership forward; can be partnership
from any stakeholder group but must be able to
gain trust and wield influence across all groups
Driver
Supporting actors from diverse stakeholder Contribute relevant expertise, provide access to
groups who collaborate with the partnership critical networks and align in-country activities or
in specific areas of expertise initiatives with the partnership
Enablers
In Focus
Catalyst Champions Driver Enablers Facilitator
Characteristics of
Map the key strategic stakeholders in the country. As a starting Systems Leaders and the
point, map the influential leaders and organizations who are active in Partnership Mindset
the country’s food and agricultural sectors. This is often done through
informal networks, for example with initial private sector contacts helping
to identify major industry players across sectors, and government What does it take to be a
contacts helping to identify active civil society and farmer organizations. transformational leader? The inspiring
Identify individuals who are a high priority for the partnership to engage, individuals championing efforts across
as well as the networks needed to reach them. country partnerships today offer
insight into common success factors:
Articulate the value proposition. In preparation for meetings with –– Ability to listen – and see things
initial Champions, articulate a clear value proposition for joint from a new perspective
coordination, both for the sector overall and for each specific –– Unshakable commitment to the
stakeholder (see Exhibit 2). Each individual will require a different cause – and dedication to keep
approach, and it is helpful to consider the question of what the moving forward in the face of
partnership can do to help the organization be successful. challenges and uncertainty
Secure commitment from initial Champions. During initial –– Ability to inspire commitment at
conversations with each Champion, it is important to develop an all levels – from chief executive
understanding of each individual’s motivations, needs and priorities. officers and ministers to workers
These conversations tend to be most productive on a one-on-one on the ground
basis, as it can take time to earn trust and reveal what truly drives each –– Openness to new ways of working
individual. Spending time upfront to develop trust and confirm the – and flexibility to adapt approaches
existence of shared goals among the right group of core Champions quickly if they don’t work
often goes a long way to build trust and prevent misalignment down –– Humility, and patience – to
the road. maintain motivation and a positive
outlook along the journey
TANZANIA MEXICO
Multistakeholder Momentum Catalysed Strong Championship by the Domestic
by a President and Global Private Sector
Catalyst: President Jakaya Kikwete of Tanzania heard Catalyst: In 2011, Mexican Minister of Agriculture
the New Vision for Agriculture articulated during the World Francisco Mayorga Castaneda approached the Forum to
Economic Forum Annual Meeting 2010, and recognized propose collaboration to achieve Mexico’s agriculture goals
alignment with the goals of Tanzania’s agricultural sector, through the New Vision for Agriculture. (Following his tenure,
where the local government and private sector had two successive ministers – Enrique Martinez y Martinez and
already identified priorities for private-sector led action and Jose Eduardo Calzada Rovirosa – have further developed
investment through the Kilimo Kwanza (Agriculture First) and championed the partnership.)
national vision.
Facilitator: The minister requested that the World
Facilitator and Driver: President Kikwete asked the World Economic Forum help engage global players investing in
Economic Forum to help engage and convene the global Mexico and facilitate initial public-private discussions on the
community, including international investors, to support value of creating a new country-level partnership.
Tanzania’s agriculture-sector development in the context
of the New Vision. The New Vision for Agriculture team Champions: A group of private sector leaders from
met with Tanzanian leaders, briefed global companies on local and global companies, including Grupo Altex,
Tanzania’s interest in launching a partnership, and arranged Grupo Minsa, Nestle and PepsiCo, were passionate
and prepared for the first convening of all interested about transforming Mexico’s agricultural sector through
stakeholders in May 2010. partnership. These Champions led efforts throughout 2011-
2012 to engage and align interests among the private sector
Champions: At the May 2010 World Economic Forum on and the Ministry of Agriculture (SAGARPA), focused on five
Africa, the President chaired a series of multistakeholder major commodity value chains. The approach sparked new
dialogues with leaders of government, global and local collaborations and was supported and publicly endorsed by
businesses, international organizations and donor agencies, the Minister of Agriculture.
civil society and farmer leaders. These stakeholders
committed to form a new collaborative effort to advance Driver: A domestic company called Grupo Altex
agriculture in Tanzania through the development of growth designated a senior executive, Enrique Merigo, with a
corridors, with an initial focus on the Southern Agricultural passion for the cause to coordinate partnership efforts on
Growth Corridor (SAGCOT). The President established behalf of the Champions.
a multistakeholder task force, co-chaired by Minister of
Enablers: Enablers supporting the effort included the
Agriculture Stephen Wasira and Unilever Executive
Consejo Nacional Agropecuario (CAN, Mexico’s largest
Vice-President Frank Braeken, to develop an investment
producers’ association), the Asociacion Mexicana de
blueprint for the corridor that was launched eight months
Secretarios de Desarrollo Agropecuario (AMSDA, an
later by the Prime Minister in Dar es Salaam and the
association of state-level governments), USDA and IMCO
President at the World Economic Forum Annual Meeting in
(a Mexican research organization).
Davos.
Enablers: A consortium of expert consultants led by
ProRustica and AgDevCo developed the investment
blueprint, drawing from their experience with Mozambique’s
Beira Corridor and from the input of other stakeholders,
including USAID, the Royal Norwegian Embassy, AGRA,
farmers’ organizations and agribusiness and financial-
sector companies.
Overview
A shared partnership agenda often encompasses the following elements:
–– Vision statement. Set a clear definition of the partnership’s objectives (ideally encompassing economic, social and
environmental dimensions, which are aligned with the country’s national goals).
–– High-level, aspirational, time-bound targets for impact (e.g. reach 1 million farmers by 2015). Set a quantity big
enough to make an impact and realistic enough to create buy-in and actionable plans to achieve it.
–– Shared priorities for the partnership. Set priorities based on areas of highest impact or potential within the country –
keeping in mind that the ultimate outcomes to work towards are the establishment of new value chains that benefit all
actors from the farmer to the consumer:
°° Commodity/crop value chains that are both commercially viable and socially impactful
°° Cross-cutting issues (e.g. agrifinance, ICT, infrastructure) that can be addressed through multistakeholder
coordination
°° Geographical regions
Key Activities
Led by Facilitator and Driver, with key
input from Champions and Enablers. Catalyst Champions Driver Enablers Facilitator
Conduct country landscape analysis. To set a joint vision, an aligned understanding must be developed on the state of
agriculture in the country, including opportunities and challenges within specific value chains. Leverage existing analyses
and/or undertake new academic mappings, which could be funded by donors, the government or by initial Champions as
“seed funding”. The analysis can also be conducted informally with stakeholder surveys and interviews.
Convene initial Champions and unblock communication. Bring Champions together to facilitate open discussions on
each stakeholder’s goals and challenges within the agricultural sector. Listen to understand the experience of others, and
start identifying mutual priorities. Keep in mind that while each stakeholder has their own goals that they hope to achieve
through partnership, these discussions can help align complementary goals that can together achieve the shared vision. It
is important to engage all key stakeholders in this process from the start – while this can initially increase complexity and
slow down the alignment process, it increases the partnership’s likelihood of long-term success by establishing a strategy
that is co-designed and broadly supported.
Define the partnership agenda. Based on the areas of overlap identified in partnership discussions, align on a vision,
high-level goals and a set of priorities to focus partnership activities. To maximize impact in the country, it is critical
to ensure alignment with national frameworks (often under the Ministry of Agriculture, Investment/Economy, Rural
Development, etc.), and where possible global or regional initiatives active in the country (e.g. the Food and Agriculture
Organization of the United Nations, the World Food Programme, etc.).
VIETNAM INDONESIA
Creating a Partnership Agenda to Support Vietnam’s Creating a Partnership to Support Government
10-Year Plan Plans for Food Security
In 2010, Vietnam was preparing a 10-year national In 2011, the Ministers of Agriculture and Trade of Indonesia
plan for agriculture, with 10 strategic crops selected for learned of early partnership progress in Vietnam and were
highest potential impact. The New Vision for Agriculture’s interested in launching a multistakeholder effort to support
three goals of food security, economic opportunity and Indonesia’s national plan for food security. The NVA’s goals
environmental sustainability resonated with the Minister of of food security, economic opportunity and environmental
Agriculture and Rural Development, who recognized that sustainability contributed directly to the government’s plan,
the government had similar goals for Vietnam’s agricultural and initial one-on-one conversations between the World
sector and needed to engage the private sector to succeed. Economic Forum and private sector Champions revealed
that the NVA’s “20/20/20” targets resonated as tangible,
The NVA team identified and engaged key stakeholders measurable goals that stakeholders were willing to work
from the private sector who could contribute to the agenda, towards.
and held a strategic dialogue with the initial group of
13 companies, academic experts and the Government The Forum facilitated two initial meetings between four
of Vietnam to map top opportunities for collaboration. ministries, seven private companies and experts, where the
The group agreed to focus on five value chains that private sector leaders put forward 10 priority commodities
were a high priority for both business and government: that would contribute to the government’s food security
coffee, fisheries, fruits and vegetables, tea and maize. plan: coffee, cocoa, corn, dairy, horticulture, palm oil,
By the end of the meeting, Vietnam’s Public-Private Task potatoes, rubber, rice and soybean. The meetings resulted
Force on Sustainable Agriculture was created with a in an official launch of the Partnership for Indonesia
goal of advancing sustainable, large-scale, agricultural Sustainable Agriculture (PISAgro) to provide an innovative,
production with improvements in productivity, quality and multistakeholder model to advance economic growth,
competitiveness in efforts to achieve national food security global food security and environmental sustainability
and economic growth. The partnership officially changed through a market-based approach. PISAgro adopted the
its name in 2015 to become the Partnership for Sustainable NVA’s Vision 20-20-20, with targets of increasing farm
Agriculture in Vietnam (PSAV). yields by 20%, reducing poverty by 20% and reducing
greenhouse gas emissions by 20% – all by 2020.
Overview
Driving progress on a shared agenda across many organizations requires strong management and coordination. As the
partnership transitions from visioning to action planning, structures must be put in place to help formalize the partnership’s
mandate for action and build ownership and commitment to the agenda among all individuals. Coordinating structures
can be set up formally or informally during initial stages of the partnership, and many adapt over time. While each NVA-
supported partnership platform has established unique coordination structures based on the local environment, three
levels of leadership are normally involved:
Direction-Setting Group
–– A Direction-Setting Group to provide governance and strategic guidance
for the overall partnership Working Groups
–– Working Groups to drive action on specific projects
–– A Secretariat to facilitate and coordinate partnership activities across
all groups Secretariat
The roles and composition of these groups are summarized below. For the remainder of this guide, reference will be made
to these three groups to describe key leadership roles.
Working Groups –– All stakeholder groups –– Define and implement –– 1 leading organization
across the food system action plans committed to action in a
who collaborate with –– Build the business case specific value chain or issue
the partnership on and secure funding area:
implementation (includes
–– Monitor and share results –– Value chain groups led by a
Champions and Enablers) company to provide business
value
–– Issue groups led by any
stakeholder – i.e. a university
for sustainability, or a farmer
leader for smallholder models
Leaders must answer five key design questions as they set up a new secretariat. The following considerations can
help countries build a strong secretariat that is right for the local context:
–– How will the secretariat be funded? Partnership leaders must first consider which stakeholders they would like
to engage in funding the secretariat. Options can include multistakeholder or exclusively private-sector funding
models. Different funders will have different priorities, which can inform the partnership’s strategic direction
and activities. For example funders may require the secretariat to take on specific functions or measure certain
results. Partnership leaders can develop proposals to meet the interests of different potential funders and
partners, including
°° Definition of the partnership’s value to the sector as a whole and to specific stakeholders – and the
importance of supporting the secretariat to enable the execution of its vision and goals.
°° What activities potential funders are willing to support (e.g. value chain development; work on specific
issues; knowledge management and monitoring; etc.). Partnerships may be able to secure funding for
specific initiatives, such as measurement and evaluation or capacity building, before securing longer-term
funding for a full secretariat.
°° What specific services will be provided by the secretariat, and what value it will provide to partners
–– Where is the secretariat hosted? Many countries with formal secretariats have opted to create a new
independent organization, which provides neutrality and flexibility to adapt to the unique nature of the
partnership. Another option would be to host the secretariat within an existing neutral organization, such as a
university or international institution. For example the World Economic Forum hosted the Grow Africa partnership
in its initial phase and now the secretariat has moved to the NEPAD agency.
–– What will the secretariat do? Each country partnership will have unique needs, and the functions of the
country’s Secretariat should be tailored accordingly. Common roles are summarized in the above chart, but each
country will need to assess its own needs and resources.
–– How can the right people be secured? The skill set required for effective secretariat leadership and staffing
can be quite unique. Professionals who have high energy and drive, a “partnership mindset” and experience with
different stakeholder sectors can be in high demand. Some useful tips include:
°° Assemble a team with diverse and complementary backgrounds.
°° Hire consultants or interns to fill gaps on a short-term basis.
°° Over time, consider training programmes for new hires and partners to expand the pipeline of partnering skills
within the partnership’s network.
–– How will the secretariat be governed? Inclusive and transparent governance is essential to ensure that all
partners see their interests represented in strategic and tactical partnership decisions.
Secretariat –– Support PISAgro Board in its key roles, in particular in articulating key actions recommended for
Functions national and regional government
–– Link across key internal and external stakeholders
–– Facilitate information sharing and disseminating best practices
–– Assure transparency of progress of Working Groups, i.e. providing standardized reporting format
along the key parameters
–– Attract new members
–– Serve as one-door access for government entities to PISAgro
Leadership and –– Led by an Executive Director with 2 staff
Staffing –– Supported by a lean team balanced by strong company commitments: each partner company
must contribute a staff member to work on the partnership
Governance –– PISAgro Board (private sector and civil society) co-chaired by President Director of Nestle
Structure Indonesia and CEO of Sinar Mas Agribusiness
(i.e. Direction- –– Participation by 7 founding companies, the International Finance Corporation, IDH - Sustainable
Setting Group) Trade Initiative
–– Engagement of advisers from 4 government ministries and Grow Asia
Working Group –– 10 commodity Working Groups, led by the private sector
Structure –– 1 cross-cutting Working Group on agrifinance
Overview
The exercise of defining goals and action plans is important to conduct for both the overall partnership and for each
specific Working Group. Plans and targets should be coordinated across the partnership so that all projects are aligned to
reinforce common goals.
To ensure effective delivery, it is important to define clear roles and responsibilities of the different partners, and to agree
on structures for mutual accountability. This includes regular meetings to ensure follow-through, and definition of an
impact framework to track progress towards agreed goals over time.
Key Activities
Led by Direction-Setting
Direction-Setting Group
Tips for Success
Group and Secretariat at Working Groups
the partnership level, and How can the shared ownership of
Working Group leaders action plans be instilled to strengthen partner
at the Working Group level. Secretariat engagement and commitment?
At the partnership level: Be inclusive. Action plans should not reflect
–– Align on partnership-wide goals and impact targets. Set the plans of just one stakeholder, but should
overarching action goals and impact targets to guide Working be a collaborative process that accounts for
Group goal-setting. Leaders should also set measurable targets the goals, plans and expected contributions
for the partnership effort itself, such as stakeholders engaged, of all organizations. Many partnerships and
meetings scheduled or systemic challenges addressed. Working Groups set up co-chairs to ensure
the representation of varied stakeholder
–– Define a framework for mutual accountability. This should
interests.
include clear and simple processes to collect information,
communicate and report progress across the partnership, Empower leaders throughout all levels of
including key performance indicators (KPIs). each organization. Working Group leaders
–– Set major partnership-level meetings and milestones for must be empowered by their respective
key deliverables. This may include regular secretariat meetings organizations to make decisions and drive
with the governance committee, Working Group leaders and/or action forward. These leaders must in turn
the full partnership (see Step 6). encourage and support the same principles
of ownership and commitment across all
At the Working Group level: levels involved with implementation.
–– Define specific goals and action plans. This should include
activities, roles/responsibilities of each partner and timelines How can impact be measured?
for deliverables. It is ideal to enact a robust results framework
with “bifocal goals” that include short-term and medium-term Leverage external tools and expertise.
goals linking to the longer term, visionary goals to achieve The NVA has defined a global impact
transformation of the sector. Keep in mind that some value framework with suggested indicators, and
chains may take longer to produce results, for example those Grow Asia has developed a comprehensive
lacking existing infrastructure or based on perennial crops. (For theory of change and monitoring and
additional guidance on building an action plan, see the Grow Asia an evaluation framework (see “In Focus:
Project Design Checklist in Annex B.) Measuring Impact”).
–– Define Working Group-level reporting processes. Keep it simple. KPIs should not become
Working Groups should also establish internal reporting and an overwhelming burden for partners to
communication procedures to enable consistent project track, so focus only on the most meaningful
monitoring and swift action where needed to troubleshoot. measures of progress. Organizations often
Individual Working Groups or projects may choose to define have existing reporting requirements,
additional indicators beyond the partnership-level KPIs, based methodologies or even templates that can
on what is most relevant to their specific partners and goals. provide a good starting point for defining and
–– Implement regular meetings and communications. Based tracking indicators for all partners. Complex
on the major milestones set at the partnership level, Working indicators can be phased into reporting over
Groups can set their own regular interim checkpoints and time, and should not slow the partnership in
milestones to drive progress towards major delivery points. launching projects and building momentum.
Supporting businesses to adopt more Catalysing investment and collaboration Promoting policies to strengthen the
sustainable and inclusive practices for new business initiatives enabling environment
Broker
new country Strengthen and expand existing country partnerships
partnerships
Explore opportunities in Organize networking events Develop bottom-up research agenda Design and roll-out
Cambodia and other countries in collaboration with partners monitoring plan
Broker partnerships
Establish secretariats in Vietnam, Host inclusive agribusiness roundtable Develop project dashboard
Philippines, Myanmar Identify investment
opportunities
Activities
The Ethiopian Agriculture Transformation Agency (ATA) The Maharashtra PPP-IAD has defined a target of reaching
was established in 2010 by the Government of Ethiopia, 2.5 million farmers by 2020. To track progress towards
with advisory and funding support from the Bill & Melinda this target and to enable project evaluation across the
Gates Foundation. Its mission is to promote agricultural partnership, each project prepares detailed project reports
sector transformation by supporting existing structures of during planning and after completion. These reports include
government, private sector and other non-governmental information on project cost, period of implementation,
partners to address systemic bottlenecks in delivering on area under project intervention and districts reached, and
a priority national agenda for achieving growth and food farmers impacted.
security.
Depending on the goals defined by each project,
To fulfil this mandate, the ATA has helped to define 84 some choose to define additional impact targets. The
deliverables across 31 programme areas, which focus on Maharashtra soybean project set a goal to increase farmer
different value chains, cross-cutting initiatives (e.g. gender income through agri-extension services and a new direct
or environment), or systems (e.g. cooperatives, seeds procurement channel. Project leaders defined a set of
and input/output markets). Each project provides regular activities and desired short-term outcomes to achieve
updates to the Agricultural Transformation Council on the those goals, and measured progress towards targets on
status of deliverables as “red”, “yellow” or “green” according eight project components, including farmers reached for
to progress along one or more relevant dimensions soil testing, farmers linked to a commodity spot exchange,
(including engagement with smallholders and introduction hectares included in demonstration plots, distribution of
of innovative ideas). The Transformation Council reviews certified seeds and tons of soybean procured.
this information in quarterly meetings chaired by the Prime
Minister and helps course-correct as needed.
Overview
Projects are executed within the Working Groups, Tips for Success
and each Working Group typically has one or multiple
projects under way at any given time. Projects may How can projects be designed for scale
include “precompetitive” models involving multiple at the outset?
companies and stakeholders, “competitive” models led
by one investing company, or a mix of both. Start with off-takers and organize the value chain
to meet demand. Without a buyer at the end of the
Key Activities Direction-Setting Group value chain, benefits will be limited. Consider that new
Led by Working training and technology should ultimately convert to
Group leaders
Working Groups more income for farmers, not just more production.
and/or specific Involve farmers in project design. Try not to
companies assume too much about the needs of farmers,
investing. Secretariat
and instead involve them in early conversations to
Design projects and build the business case. Funds understand their needs and design projects that
for the projects must be secured on a project-by-project address their biggest challenges – which could
basis and rooted in a business case for each participating include training, financing or access to technology
organization. Projects can align multiple funding sources, and market information. (For information on
which often include: smallholder engagement models, refer to “From
Smallholder to Small Business” from the Grow Africa/
–– Private sector investment: Participating companies IDH Smallholder Working Group.
should be the primary source of project investment,
and financing is typically secured from within the Emphasize precompetitive collaboration
business after an evaluation of the business case and models. Competitors often come together to
alignment with the company’s strategic goals. address systemic issues through “precompetitive”
–– Public sector co-investment: Many governments collaboration models that allow them to spur action
have formal or informal investment mechanisms in on challenges that no one actor can solve alone (see
place that can be aligned with private sector funding. “In Focus: Precompetitive Collaboration Models”).
For example, the State Government of Maharashtra
has a formal programme to co-invest in private sector-
How can farmers best be engaged when starting a
driven value chain projects through the partnership,
new project?
and Philippines and Mexico have worked to align
existing government funding programmes to projects Leverage existing relationships. If farmers in
driven by partnership Working Groups. a certain crop or geography have not yet been
–– Donor grants: Donors can contribute funding to engaged by the partnership, scan the networks of all
projects that advance environmental and social goals, partners to identify any existing relationships – many
especially as related to smallholder farmers. companies, non-governmental organizations (NGOs)
or local governments may already be working with
Engage local players. Successful projects often include relevant farmer groups through previous projects.
a wide variety of partners across the value chain. Project
leaders should not assume that they will find all the Use examples to illustrate success and gain
required knowledge and expertise within the partnership farmer buy-in. Extension workers can show success
already, but should continually identify and engage local stories from demo plots and highlight the results for
country experts on everything from farmer training to previous farmers in terms of yield increases, farmer
R&D. incomes and other factors that may resonate in the
local context (e.g. water use or resilience to pests/
Implement, test and experiment with new models drought). “Farmer ambassadors” can also help
over time. Projects may not always “get it right” the first share success stories directly, which can be
time, so it is critical to stay flexible and experiment with especially powerful through in-person farmer visits
new models and partners as the project moves forward. to demo plots.
Models may need adjustments as lessons are learned and
projects expand to reach larger numbers of farmers (see
“In Focus: Precompetitive Collaboration Models”).
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5 CASE ST UDY
VIETNAM
Precompetitive Collaboration in the Vietnam
Task Force on Coffee
In Vietnam, coffee trees were ageing and becoming less
productive, threatening farmer livelihoods and the long-term
viability of the sector. Companies from the Vietnam Task Force
on Coffee came together in a unique precompetitive model
to engage government, research, domestic companies and
farmers in a joint effort to replace coffee trees in key coffee-
growing regions. Key elements of the model included:
–– Engaging research institutes to identify seedling varieties
with the highest yields in local conditions and advise on
best practices to grow new trees with minimal environmental impacts
–– Streamlining all training activities across companies, which had previously been training some of the same farmers in
different practices, and partnering with the National Agro Extension Centre to lead training across all demo plots
–– Setting up farmer cooperatives and farmer groups to enable the provision of financing solutions through a wholesale
model and direct linkages with the input companies
–– Working with provincial and national governments to strengthen the inspection of coffee seeds, educate local
coffee growers about labels of origin, and create preferential policies to support the planting of new trees, such as
infrastructure investments and access to financial services
–– Certifying the sustainability of the coffee production through engaging NGOs
–– Sharing best practices between companies
The comprehensive approach has demonstrated significant impact through 75 demo plots engaging over 4,000 farmers.
For example, in 2014 farmer yields increased by 21% and carbon emissions were reduced by 63%.
Overview
Gatherings of high-level leaders provide unique opportunities for the partnership to advance its agenda. Two types of
meetings are important to consider as milestones to drive progress before and during the meetings:
–– Global or regional meetings of high-level leaders (e.g. G7 Summit, World Economic Forum Annual Meeting, COP21),
where country leaders can strengthen commitments on relevant economic, social or environmental issues, formalize
support for new initiatives or promote the success of existing initiatives.
–– Country-level partnership meetings where high-level leaders engage with the broader partnership (typically one to
three times per year, often including “bosses of bosses” such as ministers or chief executive officers who are not actively
involved in the partnership but have critical decision-making power).
Key Activities
Direction-Setting Group
Led by Secretariat,
Tips for Success
with input and Working Groups
participation from How can the government be engaged
across the on key issues beyond major convenings?
partnership. Secretariat
Set up recurring meetings. Many
Set and communicate deadlines. Use these meetings as partnerships have driven dialogue and policy
deadlines to drive progress, especially in the early stages of changes through small, periodic meetings
partnership. The need to report out to high-level leaders can be with government ministers or their deputies.
a powerful motivation for delivery on projects at all levels. For example, in Mozambique two to three
partnership leaders meet monthly with local
Prepare reports on partnership progress and action officials in the Ministry of Agriculture, while
opportunities. These meetings provide opportunities to in Indonesia a large partnership delegation
strengthen leadership support, elevate challenges requiring travels to Jakarta three times per year to meet
action by high-level leaders, and secure new commitments with four ministers.
to advance the partnership’s agenda. Preparation is required
to make the most of these opportunities, including creating Bring in companies interested in investing.
reports that highlight the partnership’s progress and impact. When it is difficult to secure meetings with
Reports should highlight specific case studies, impact ministers, some partnerships have invited
statistics, visuals and quotes that tell the partnership’s story in a multinationals to visit the country and meet
compelling way. (For examples of reports, refer to the NVA 2014 with the ministry to demonstrate interest in
Progress Report, Grow Asia Forum 2015 summary report and investing and articulate what is needed to
Grow Africa 2014-2015 report on Progress and Priorities). create the right environment for them to move
forward.
Share learnings, troubleshoot problems and celebrate
success. Leaders often lack a direct forum to communicate Commission and share policy papers.
with peers in other sectors or stakeholder groups, so these Policy research papers can help provide fact-
meetings can lead to live troubleshooting and joint problem- based, objective viewpoints about the impact
solving as different leaders share their perspectives on of policy changes, which helps create a
challenges, potential solutions and lessons from their own credible case for further dialogue and action.
experience. When all partners are together, be sure to take Using the media to publicize the results of
the opportunity to celebrate successes – regardless of how papers can provide additional weight and spur
big or small – to generate renewed energy, camaraderie and quick action.
momentum among partners of all levels.
Elevate the voice of farmers. In some
country contexts (especially those with strong
farmers’ organizations), farmers have a special
ability to get the government’s attention. When
farmers can join meetings to make a direct
economic and social case for government
actions, it may lend the most credibility.
Overview
Scaling up partnership activities to maximize impact is one of the biggest challenges facing NVA-supported partnerships
today. Implementing a successful project or collaboration model is only the first step, as new interventions must ultimately
have a large enough impact to be meaningful within the overall country context. Partnerships work to scale their impact
with two end goals in mind:
–– Reaching the partnerships targets, as defined in the agenda-setting process in Step 2 (e.g. reaching 1 million farmers
or decreasing greenhouse emissions by a certain amount).
–– Arriving at the end state vision as defined in the agenda-setting process – that is, achieving a sector-wide
transformation (e.g. food security for all, improved environmental sustainability, etc.).
The two goals are related, but making this distinction is helpful as a partnership considers strategies for scaling. For
example, while a partnership can reach specific targets by expanding the breadth of a proven model, true transformation is
more subtle and may require expanding the depth of these models – and ultimately institutionalizing them to change rules,
behaviours and ways of working. Given the challenges of scaling impact, and the fact that NVA-supported partnerships
are still in relatively early stages, the strategies outlined below should not be taken as prescriptions, but as initial insights on
how to start making progress.
INDONESIA VIETNAM
Expanding the Depth and Breadth of Impact in the Institutionalizing Multistakeholder Collaboration
Corn Supply Chain in Coffee
As of October 2015, the PISAgro Corn Working Group In 2013, the success of the Vietnam Coffee Task Force
had trained over 320,281 corn farmers, resulting in 33% led the Ministry of Agriculture and Rural Development
productivity increases and 44% increases in farmer to institutionalize partnership efforts by establishing the
income. To help corn farmers integrate more sustainably Vietnam Coffee Coordinating Board (VCCB), a government-
into the supply chain, three companies launched a new hosted, multistakeholder-governed entity to coordinate the
pilot project to go beyond training and increase farmers’ sustainable development of the coffee sector. Through the
access to offtakers and the formal banking system. The VCCB, the public, private and civil society sectors meet
pilot combined farmer training on high-quality inputs from every six months to align the government’s programmes on
Monsanto, loans through Bank Rakyat Indonesia, and coffee production, processing and trade with partnership
post-harvest training and guaranteed purchases by Cargill activities and to study and recommend sector policy and
– leading to higher incomes, decreased risk and improved strategy.
“bankability” and market knowledge that can ultimately
help farmers achieve better outcomes independently. In In 2015, the Minister of Finance approved the
2016, these three companies plan to expand the integrated establishment of a new “Coffee Development Fund” to
supply chain model to new farmers in new geographies. finance precompetitive work in the coffee sector, such
as infrastructure development, research on new planting
Syngenta, Bank Andara and Mercy Corps Indonesia also material and “harnessing the role of the middle man”. The
formed a partnership that worked on microfinancing a pilot funds will come from a tax applied on coffee exports, and
project with corn farmers in West Nusa Tenggara. Syngenta the VCCB will decide which precompetitive priorities to fund.
provides training and assistance to farmers, Bank Andara
through BPR Akbar Pesisir (a rural bank) provides access
to working capital through microfinance credit for farmers
to buy better inputs, and Mercy Corps Indonesia provides
financial literacy trainings to farmers.
At the same time, Cargill is working with other partners in
the Corn Working Group to launch other pilot projects that
expand the breadth of impact to new farmers currently
focusing on coconut. The coconut-corn intercropping
project seeks to diversify and increase the income for 400
coconut farmers by linking them to training and buyers in
the corn market.
Overview
All country sectors are living, constantly evolving systems, so partnerships must stay flexible and adapt to stay relevant
in changing country contexts. Partnerships should review both their strategies and their structures periodically and as
required by transitions in leadership.
Key Activities Direction-Setting Group
Led by Direction-Setting Group, with support from Secretariat.
Working Groups
Review partnership results and strategy periodically. Using the impact
frameworks, KPIs and processes defined during Step 4, aggregate and
review the results generated by the partnership’s activities. Incorporate regular Secretariat
independent evaluations to help provide an objective lens. At least once per
year, revisit the partnership strategy and consider three overarching questions:
–– Is the partnership providing value? Partnerships should evaluate their overall impact in the country’s agricultural
sector and how progress is tracking against its vision and goals. Consider whether the partnership goals, vision and role
in transformation is still feasible and relevant as the country context evolves.
–– What’s working and what’s not? The process of building a multistakeholder partnership is complex, challenging and
requires continuous improvement. Mistakes will be made and lessons will be learned, so it is important to have open
discussions with partnership leaders about what they need from the partnership, what’s working well and what needs to
change.
–– Can the partnership aim higher? If the partnership is exceeding expectations, consider raising the targets. Look for
new opportunities to expand partnership impact, whether in new geographies, new crops or new dimensions of country
transformation (e.g. related environmental or social development goals).
Evolve partnership structure to seize new opportunities. Three ways country partnerships often evolve include:
–– Establish a secretariat. As partnerships grow and pursue new opportunities, the requirements for overall management
and coordination activities increase. As a result, many partnerships that started with informal coordinating structures
make the decision to set up a new secretariat with dedicated resources after one or multiple years of successful
expansion. Mexico, Vietnam, Myanmar, Maharashtra, Ghana and Nigeria are just a few examples of countries currently
working to set up secretariats.
–– Revise secretariat functions or capacity. Many secretariats take on new roles as they identify additional needs.
This could include linking the partnership to R&D, setting up a new funding mechanism or creating new information
platforms. Keep in mind that new secretariat functions may require growing the secretariat’s staff and revisiting the key
design questions outlined in Step 3.
–– Restructure or mobilize new Working Groups in response to new opportunities or cross-cutting challenges.
This can include creating multiple Working Groups to support increased participation in highly successful value chains
or creating issue-specific Working Groups based on common challenges across value chains within the country.
For example, partnerships have created Working Groups on agrifinance, women’s empowerment and environmental
sustainability to address key systemic gaps that hinder opportunities for
impact across the partnership.
How can a transition in government administration (and the loss of a public-sector champion) be managed?
Emphasize neutrality, impact and relevance to the new administration’s agenda. As many political leaders
prefer to distance themselves from predecessor agendas, it is critical to position the partnership as a neutral,
independent catalyst for change. During conversations with the new government, demonstrate the partnership’s
economic and social contributions through case studies and impact statistics, emphasizing how the contributions
align with the new administration’s stated agenda. Keep in mind that partnership leaders may need to engage
networks across the partnership to gain access to the new administration, which can take time.
Institute risk mitigation strategies for the partnership. Multistakeholder participation is key to anchor the
partnership when there is volatility in one group. Formal, independent secretariats can also help institutionalize the
partnership and decrease dependence on the voluntary championship of individual leaders.
Identify catalysts for change. The best opportunities to gain a new Champion aren’t always with new political
leaders, but can sometimes be found with leaders looking for a new approach at the middle or end of their term.
Look beyond the government roles currently engaged by the partnership and consider whether any other leaders
have recently announced new priorities or aligned to new interests that may be relevant to the partnership.
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8 CASE ST UDY
MEXICO
Lessons from a Political Transition
Building a multistakeholder partnership is a journey, and practices. The Network, engaging 150 members from
partnership leaders continue to improve and refine their diverse regions and stakeholder groups, convenes in
approach over time. As this initial guide is shared and person and communicates virtually throughout the year.
utilized throughout 2016, it will serve as a basis for It aims to accelerate the learning process by connecting
incorporating new insights, tools and case studies. We partnership leaders to a global network of peers and
welcome feedback from readers, as well as recommen- advisers who can share innovations and solutions to
dations on how it can be strengthened moving forward. common challenges.
Because national partnership platforms are a relatively In October 2015, members of the Network participated
recent innovation, there are few existing models that in a workshop in which they provided input on this guide,
stakeholders can follow, and partnership leaders find endorsed the NVA Country Partnership Model and
themselves inventing new structures and approaches in committed to support each other in implementing it going
real time. This generates a great deal of innovation, but also forward. They agreed on the statement reproduced on the
raises the risk of reinventing the wheel or repeating mistakes following page.
others have already made.
Our hope is that the guiding principles and key steps
In 2013 the NVA established a Transformation Leaders outlined in this guide will serve as a resource for current
Network to link country partnership leaders across all and future Transformation Leaders around the world who
geographies with global partners and experts, in order to are working to establish partnerships to transform food and
facilitate the exchange of experiences, learnings and best agricultural systems.
While each NVA-supported partnership platform has established unique structures based on the local environment, the
three key leadership groups often perform the functions detailed below (continued from Step 3):
Brokering Collaboration
–– Identifying and catalysing specific collaboration opportunities within the partnership
–– Engaging new organizations and brokering relationships to strengthen the partnership
–– Facilitating discussion and trust-building among new and existing partners
–– Troubleshooting issues and addressing concerns for new and existing partners
Supporting Strategy Development
–– Liaising with the highest levels of country and partnership leadership to shape and execute partnership strategy
–– Mobilizing research and knowledge resources for the benefit of the partnership
–– Providing policy and legal advice (often contracted)
Convening and Organizing
–– Organizing partnership-related meetings and events to advance partnership activities
–– Facilitating dialogue and problem-solving with high-level leadership, and advancing decision-making through consistent follow up
Grow Asia has created a Project Design Checklist to help country partnerships understand and strive for
the integration of core social and environmental issues into the upfront design of their activities. To achieve
this, the Project Design Checklist provides an overview of key considerations to guide country partnership
Working Groups as they conceptualize and develop their activities. The checklist does not dictate prescribed
implementation approaches. It is meant to provide Grow Asia partners with guideposts for which design
elements to include in a best-in-class project. The Checklist is also designed to link to the Grow Asia
Monitoring and Evaluation Framework, which proposes measurement of the same elements over time.
Grow Asia Project Design Checklist: Influence Design to Optimize Impact and Mitigate Risks
The project includes women smallholder farmers, providing them with equal opportunity to
Women Economic
increase their productivity and profitability. Women farmers are proactively included and engaged
Empowerment
in both the project design and implementation.
The project promotes good agricultural practices among men and women smallholder farmers,
Healthy and Safe
including but not limited to training about chemical input usage, the need for safety equipment, the
Farming Practices
safe disposal of hazardous waste, and farm management.
Equitable Land The project consults with the community – both men and women smallholder farmers – about
Rights land security, land rights and use of land during the conceptualization of the project.
Efficient Water The project helps reduce water usage per ton of production through better practice or technology
Use adoption on the farm.
Reduction in
The project integrates specific actions on the farm to reduce greenhouse gas emissions per ton of
Greenhouse Gas
production.
Emissions
Improved Soil The project reduces external chemical input usage by smallholder farmers to improve – over the
Quality long term – soil nutrient balance and quality.
Over 1,400 leaders have contributed their time, talent and championship to the partnerships described in this Guide. The
World Economic Forum in particular wishes to thank the leaders of country and regional partnerships noted below:
Grow Africa
Ibrahim Assane Mayaki, Chief Executive Officer, NEPAD Planning and Coordinating Agency; Co-Chair of the Grow Africa
Steering Committee
Mark Bowman, Managing Director, Africa, SAB Miller; Co-Chair of the Grow Africa Steering Committee
Arne Cartridge, Executive Director, Grow Africa (2011-2015)
Tanzania
Salum Shamte, Managing Director, Katani; Chairman of the Board, Southern Agricultural Growth Corridor of Tanzania
(SAGCOT)
Geoffrey Kirenga, Chief Executive Officer, Southern Agricultural Growth Corridor of Tanzania (SAGCOT)
Mozambique
Emerson Zhou, Chief Executive Officer, Beira Agricultural Growth Corridor (BAGC)
Ethiopia
Hailemariam Desalegn, Prime Minister of Ethiopia; Chairman of the Board, Ethiopian Agriculture Transformation
Agency (ATA)
Khalid Bomba, Chief Executive Officer, Ethiopian Agricultural Transformation Agency (ATA)
Nigeria
Emmanuel Ijewere, Chief Executive Officer, Best Foods; Chief Executive Officer and Coordinator, Nigerian Agribusiness
Group (NABG)
Grow Asia
Franky Oesman Widjaja, Chairman and Chief Executive Officer, Sinar Mas Agribusiness & Food; Co-Chair of the Grow Asia
Business Council
Wan Ling Martello, Executive Vice-President, Asia, Oceania, Africa and Middle East, Nestlé SA; Co-Chair of the Grow Asia
Business Council
Anna Chilczuk, Regional Director, East Asia, Mercy Corps; Civil Society Council representative on the Grow Asia
Steering Committee
Esther Penunia, Secretary-General, Asian Farmers’ Association for Sustainable Rural Development; Farmer Organization
representative on the Grow Asia Steering Committee
Kavita Prakash-Mani, Executive Director, Grow Asia
Indonesia
Rashid Aleem Qureshi, President Director, Nestle Indonesia; Co-Chair of the PISAgro Board
Franky Oesman Widjaja, Chairman and Chief Executive Officer, Sinar Mas Agribusiness & Food; Co-Chair of the
PISAgro Board
Danumurthi Mahendra, Executive Director, Secretariat, PISAgro
Vietnam
Cao Duc Phat, Minister of Agriculture and Rural Development; Co-Chair of the Partnership for Sustainable Agriculture in
Vietnam (PSAV)
Ganesan Ampalavanar, Managing Director, Nestle Vietnam; Co-Chair of the Partnership for Sustainable Agriculture in
Vietnam (PSAV)
Dang Kim Son, Senior Adviser, Partnership for Sustainable Agriculture in Vietnam (PSAV)
Myanmar
David Pettinari, Managing Director, Nestle Vietnam; Chair of Core Committee, Myanmar Agriculture Network (MAN)
The Forum gratefully acknowledges the financial and in-kind support of the following organizations:
Global Challenge on Food Security and Agriculture NVA Project Board Companies
Kingdom of the Netherlands Ministry of Foreign Affairs
A.P Møller-Mærsk PepsiCo Inc.
Government of Canada
BASF SE Rabobank
Wellcome Trust International
Bayer CropScience AG
Deloitte Consulting (2015-2016) Royal DSM
Bunge Limited
McKinsey & Company (2009-2013) Sinar Mas
Cargill Inc.
Agribusiness & Food
Grow Africa Carlsberg
Swiss Reinsurance
US Agency for International Development (USAID) CF Industries Holdings Inc.
Company Ltd.
UK Department for International Development (DFID) Dow Chemical Company
Syngenta
Swiss Agency for Development and Cooperation (SDC) DuPont International AG
Rabobank HEINEKEN The Coca-Cola
A.T. Kearney International Finance Company
IDH – The Sustainable Trade Initiative Corporation Unilever
Louis Dreyfus Commodities UPL Ltd.
Grow Asia
Mondelez International Wal-Mart Stores Inc.
Australian Government Department for Foreign
Monsanto Company Wilmar International
Affairs and Trade
Nestlé SA Yara International ASA
Canadian Government's Global Affairs Canada
Novozymes A/S
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Switzerland, the Forum is
tied to no political, partisan
or national interests.
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